Columbus Regional Healthcare System, located at 500 Jefferson Street in Whiteville, NC, is dedicated to providing compassionate care and advancing healing to inspire hope for our patients and their loved ones. As a 154-bed, not-for-profit organization managed by Atrium Health, we offer a wide range of services, including cardiac and surgical care, advanced imaging, cancer care at the Donayre Cancer Care Center, and specialized wound healing. Columbus Regional Healthcare System strives to be the primary healthcare home for the citizens of Columbus County and surrounding communities, delivering high-quality, cost-effective care with a focus on patient safety and satisfaction. We are committed to establishing long-term relationships with our patients and providers, leveraging partnerships and technology to ensure easy and timely access to a full breadth of clinical services.
| Hospital Name | Columbus Regional Healthcare System |
|---|---|
| Facility ID | 340068 |
| Address | 500 JEFFERSON ST |
|---|---|
| City/Town | Whiteville |
| State | NC |
| ZIP Code | 28472 |
| County/Parish | COLUMBUS |
| Health System | Independent |
|---|---|
| Health System Website Domain | crhealthcare.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 1 |
|---|---|
| Health System Total Beds | 166 |
| Health System Hospital Locations | North Carolina |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Voluntary non-profit - Other |
| Ownership Details | Columbus Regional Healthcare System |
| Emergency Services | Yes |
Effective January 1, 2022, Jason Beck, former Chief Operating Officer, and Interim Chief Executive Officer, was named as the next President and CEO of Columbus Regional Healthcare System. He has a diverse healthcare background and is described as a servant leader. He began his healthcare career as a Respiratory Therapist and found himself on a leadership path early in his career. He grew up in Columbus County and has served the organization, fellow teammates, and community for over 25 years. Jason believes in simplicity in life and work: take care of others, focus on the patient and act on what's important.
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Carla Parker Hollis was the President and CEO of CRHS effective as of January 6, 2015. She was previously Vice President of Duke Raleigh Hospital, a 186-bed facility with a full continuum of clinical services and a medical staff of over 500 physicians. She held positions within Duke Medicine including Director of Marketing and Communications, Chief Planning and Business Development Officer, and Interim President of Duke Raleigh Hospital. Hollis received her Master of Health Administration from Pfeiffer University and her Bachelor of Arts Degree from the University of North Carolina – Charlotte, graduating Summa cum Laude. She is a member of the American College of Healthcare Executives, the National Association of Professional Women, and the Society for Healthcare Strategy and Market Development. She has also been involved in community service, serving on the Board of Directors for the Wake County Boys and Girls Clubs, on the Advisory Board of the Raleigh Chamber of Commerce, and as chair of the Midtown Raleigh Business Alliance.
| Allopathic Residency Program | No |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | No |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 166 |
|---|
| FTE Employees on Payroll | 506.8 |
|---|---|
| FTE Interns & Residents | NA |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 6303 |
| Inpatient Days (Title XIX) | 979 |
| Total Inpatient Days | 19413 |
| Bed Count | 154 |
| Available Bed Days | 56210 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 1026 |
| Discharges (Title XIX) | 189 |
| Total Discharges | 3315 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 5834 |
| Inpatient Days (Title XIX; Adults & Peds) | 882 |
| Total Inpatient Days (Adults & Peds) | 17149 |
| Bed Count (Adults & Peds) | 144 |
| Available Bed Days (Adults & Peds) | 52560 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 1026 |
| Discharges (Title XIX; Adults & Peds) | 189 |
| Total Discharges (Adults & Peds) | 3315 |
| Care Quality Stengths | Average overall patient satisfaction. |
|---|---|
| Care Quality Concerns | Patients report that the care team can be slow at times in meeting their needs. Patients report challenges the cleanliness of the hospital. Hospital has an long ER wait time. It takes on average over 3 hours for patients to be seen and treated Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. Hospital does not do a good job of treating conditions like pneumonia so that patients don't have to come back to the hospital. Hospital has had some challengs with infection rates being high. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 57% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | No Different Than National Average |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | |
| Mortality Group – Death Rate for CABG Surgery Patients | |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Worse Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | No Different Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 180 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | Not Available |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 60 |
| Readmission Score Hospital Return Days for Pneumonia Patients | 30.4 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 10.3 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 6.5 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 0.7 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Not Available |
| Readmission Score Rate of Readmission for CABG | Not Available |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.9 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 21.1 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | 5.3 |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 14.1 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16.1 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Number of Cases Too Small |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | More Days Than Average per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | Number of Cases Too Small |
| Readmission Group Rate of Readmission for CABG | Not Available |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 1.981 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 2.229 |
| SSI SIR (Standardized Infection Ratio) | 0.912 |
| CDI SIR (Standardized Infection Ratio) | 0.748 |
| MRSA SIR (Standardized Infection Ratio) | 1.561 |
| Fiscal Year Begin | Oct 01, 2021 |
|---|---|
| Fiscal Year End | Sep 30, 2022 |
| Charity Care Cost | $1,822 |
|---|---|
| Bad Debt Expense | $16,434 |
| Uncompensated Care Cost | $5,631 |
| Total Uncompensated Care | $6,776 |
| Total Salaries | $33,454 |
|---|---|
| Overhead Expenses (Non-Salary) | $69,452 |
| Depreciation Expense | $7,004 |
| Total Operating Costs | $87,802 |
| Inpatient Charges | $131,479 |
|---|---|
| Outpatient Charges | $250,220 |
| Total Patient Charges | $381,699 |
| Core Wage Costs | $6,654 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $33,454 |
| Contract Labor (Patient Care) | $6,678 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) |
| Cash & Bank Balances | $4,058 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $63,428 |
| Allowance for Doubtful Accounts | $-48,537 |
| Inventory | $2,613 |
| Prepaid Expenses | $1,636 |
| Other Current Assets | |
| Total Current Assets | $24,932 |
| Land Value | $487 |
|---|---|
| Land Improvements Value | $941 |
| Building Value | $47,862 |
| Leasehold Improvements | |
| Fixed Equipment Value | $1,144 |
| Major Movable Equipment | $89,606 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $45,213 |
| Long-Term Investments | $41,408 |
|---|---|
| Other Assets | $84,139 |
| Total Other Assets | $125,547 |
| Total Assets | $195,692 |
| Accounts Payable | $7,340 |
|---|---|
| Salaries & Wages Payable | $3,703 |
| Payroll Taxes Payable | |
| Short-Term Debt | $610 |
| Deferred Revenue | |
| Other Current Liabilities | $6,513 |
| Total Current Liabilities | $18,166 |
| Mortgage Debt | |
|---|---|
| Long-Term Notes Payable | |
| Unsecured Loans | |
| Other Long-Term Liabilities | $24,159 |
| Total Long-Term Liabilities | $24,159 |
| Total Liabilities | $42,325 |
| General Fund Balance | $152,165 |
|---|---|
| Total Fund Balances | $153,367 |
| Total Liabilities & Equity | $195,692 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | |
| DRG (Post-Oct 1) | $9,212 |
| Outlier Payments | |
| DSH Adjustment | $401 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $8,591 |
| Total IME Payments |
| Inpatient Revenue | $135,183 |
|---|---|
| Outpatient Revenue | $254,277 |
| Total Patient Revenue | $389,460 |
| Contractual Allowances & Discounts | $282,450 |
| Net Patient Revenue | $107,010 |
| Total Operating Expenses | $102,906 |
| Net Service Income | $4,105 |
| Other Income | $2,917 |
| Total Income | $7,022 |
| Other Expenses | |
| Net Income | $7,022 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $4,523 |
| Medicaid Charges | $18,446 |
| Net CHIP Revenue | $5 |
| CHIP Charges | $27 |
| EHR | Oracle Health Millennium CommunityWorks |
|---|---|
| EHR Version | Oracle Health Millennium CommunityWorks |
| EHR is Changing | No |
| ERP | Unknown |
|---|---|
| ERP Version | NA |
| EHR is Changing | No |